**2.5. Design of the I4 value scorecard (I4-VS)**

Even though this work identified the requirement for an I4-VS scorecard this work did not focus on its creation. The definition of value for a Business is a specialized domain well outside the scope of this research. Generic tools such as the McKinsey Digital Compass which maps the Industry 4.0 levers to the key value drivers [6] are freely available. Each company's definition of value will almost certainly be quite different and confidential thus it very unlikely that it will be possible to provide a generic I4-VS scorecard. Based on this assumption, each organization should define its own specific I4-VS scorecard.

**2.8. Definition of the equipment procurement processes (EPP)**

Type 4 and thus cannot be utilized for Industry 4.0 Equipment.

**Figure 3.** The Industry 4.0 equipment procurement process (I4-EPP).

With an Industry 3.0 EPP, the mechanical discipline typically drives the process. The Information Technology (IT) and Information Systems (IS) infrastructure are not installed, simulated or tested at the OEM's premises, thus it is not possible to test many of the critical functions at Functional Acceptance Test (FAT). This results in an undesirable situation whereby many equipment defects only become apparent after the equipment is in production. Such defects are extremely expensive, and sometimes impossible, to rectify when the equipment is in production, where limited OEM support is available. These defects undoubtedly have a significant negative impact on OEE and regulatory compliance during production. This EPP is undesirable for any equipment type but it totally unsuitable for Type 3 and

Industry 3.0 to Industry 4.0: Exploring the Transition http://dx.doi.org/10.5772/intechopen.80347 65

Industry 4.0 has enabled significant advances in Industrial IT, Internet based collaborative technologies and cloud computing. These advances have all but eliminated the historical infrastructural constraints which I3-EPPs were exposed to, because it is now technically possible to simulate virtually any IT or IS, in the form of an I4 Infrastructure, at the OEM's site. The provision of an Industry 4.0 infrastructure for the FAT does not, in isolation, address all the issues which have been identified during this research. The unacceptable level of software defects which exist in *custom software* [8, 9] justifies the utilization of an *Integrated Software Quality Tool* [10], which focuses on requirement risk, test and defect management during the construction of the equipment. By adding Information Technology Infrastructure Library (ITIL®) into the scope of Integrated Software Quality, a Service Desk can be provided which facilitates the efficient provision of incident, problem and change processes to manage Data-Information-Knowledge-Wisdom (DIKW) [12]. The inclusion of these tools in a novel fashion enables the creation of an I4-EPP, as outlined in **Figure 3**. This is significantly more holistic than the I3-EPP and enables the creation of a collaborative supply network "*In collaborative supply networks, OEMs will be able to offer value-added services (e.g. maintenance, upgrade) or even sell their 'products as a service'. Remote service management helps to improve* 
